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Acknowledge First and foremost, we would like to thank our supervisor Mika Billing to allow us to work on this project and for all his advice on our work. We could not wish a better supervisor for this project and it was a real pleasure for us to work with him. We will not be at the fourth place of the SICK competition without the help, the expertise, the investment and the knowledge on the programming of the two Novia IT students Robin Snellman and Tran Minh Hien. They are definitely part of the team. This project would have been impossible without the equipment provided by Novia University. We would like particularly thanks Roger Nylund who provides us the materials to lead this project and to live this rewarding experience. A special thanks to Britt van Bergen, Laura Ripoll and Niki Kuhär for their respective help on 3D-printing, on the use of 3D-modeling software and on the edit of the video. Finally, we wish to acknowledge the whole EPS class for their support during all the project.

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Table of content 10. Introduction . . . . . . . . . p.5 10.1. European Project Semester . . . . . . p.5 10.2. The project . . . . . . . . . p.5 10.2.1. Mission and vision . . . . . . . . p.5 10.2.3. Objectives . . . . . . . . . p.5 10.3. Team members . . . . . . . . p.6 20. Project process . . . . . . . . p.7 20.1. Analysis . . . . . . . . . p.7 20.1.1. Analysis of sensor and used technology . . . . . p.7 20.1.1.1. General information . . . . . . . . p.8 20.1.1.2. Influences of the object properties . . . . . . p.9 20.1.1.3. Multi-Echo . . . . . . . . . p.9 20.1.1.4. Assembly . . . . . . . . . p.9 20.1.1.5. Software . . . . . . . . . p.9 20.1.1.6. Usage . . . . . . . . . p.9 20.1.1.7. RSSI-Data . . . . . . . . . p.10 20.1.1.8. Scan data . . . . . . . . . p.10 20.1.2. Analysis of the existing market . . . . . . p.11 20.1.3. Analysis of current applications for LiDAR . . . . . p.12 20.1.3.1. Autonomous vehicles . . . . . . . p.14 20.1.3.2. Agriculture . . . . . . . . . p.14 20.1.3.3. River Survey . . . . . . . . . p.14 20.1.3.4. Modelling Pollution . . . . . . . . p.14 20.1.3.5. Archaeology and Building Construction . . . . . p.14 20.1.4. Analysis of trends and new sectors . . . . . . p.14 20.1.4.1. Drones and accessories . . . . . . . p.14 20.1.4.2. Smart homes . . . . . . . . . p.14 20.1.4.3. Digital twin and digital thread . . . . . . . p.14 20.1.4.4. Augmented reality . . . . . . . . p.15 20.1.4.5. Sustainable product design . . . . . . . p.15 20.1.4.6. Multi-functional design . . . . . . . p.15 20.1.4.7. Design for self-care . . . . . . . . p.15 20.1.4.8. Mobility technology . . . . . . . . p.15 20.1.4.9. Healthcare . . . . . . . . . p.15 20.1.5. Analysis of brand identity . . . . . . . p.15 20.1.6. Conclusion of the analysis part . . . . . . p.16 20.2. Ideation . . . . . . . . . p.16 20.2.1. Brainstorm . . . . . . . . . p.16 20.2.1.1. Mindmapping . . . . . . . . . p.17 20.2.1.2. Switching/teleportation technique (Owling) . . . . . p.17 20.2.1.3. Quick sketching/group sketching . . . . . . p.18 20.2.1.4. Conclusion . . . . . . . . . p.21 20.2.2. Verification of ideas . . . . . . . . p.22 20.2.2.1. Smart city idea . . . . . . . . p.22 20.2.2.2. Forbidden areas (industrial and public) . . . . . p.22 20.2.2.3. Electric car parking . . . . . . . . p.23 20.2.3. Select ideas . . . . . . . . . p.23 20.2.4. Conclusion of the ideation part . . . . . . p.24 20.3. Concept . . . . . . . . . p.24 20.3.1. Concept cards . . . . . . . . . p.24 20.3.1.1. Concept card 1: Industrial safety measures . . . . . p.25 20.3.1.2. Concept card 2: Metro platform sensor . . . . . p.27 20.3.2. Conclusion of the concept part . . . . . . p.28 20.4. Specifications . . . . . . . . p.28 20.4.1. How to define product specifications . . . . . . p.28 20.4.1.1. Short summary (after the concept) . . . . . . p.28

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20.4.1.2. Product specifications . . . . . . . p.29 20.4.1.3. Define the specifications . . . . . . . p.29 20.4.1.4. Dividing into categories . . . . . . . p.29 20.4.2. Specification list . . . . . . . . p.29 20.4.2.1. Presentation of the concept . . . . . . . p.29 20.4.2.1.1. The application . . . . . . . . p.29 20.4.2.1.2. Added value proposition . . . . . . . p.31 20.4.2.2. Product specifications . . . . . . . p.32 20.4.2.3. Specification verification . . . . . . . p.33 20.4.2.4. The final specification list . . . . . . . p.33 20.4.3. Product planning . . . . . . . . p.33 20.4.3.1. Introduction . . . . . . . . . p.33 20.4.3.2. List . . . . . . . . . . p.34 20.5. Product development . . . . . . . p.35 20.5.1. Corporate identity . . . . . . . . p.35 20.5.1.1. Brand . . . . . . . . . p.35 20.5.1.2. Colours . . . . . . . . . p.35 20.5.1.3. Typography . . . . . . . . . p.35 20.5.1.4. Logo . . . . . . . . . . p.36 20.5.1.5. Graphic elements . . . . . . . . p.36 20.5.2. Sensor casing . . . . . . . . . p.36 20.5.3. Installation of the sensor . . . . . . . p.37 20.5.3.1. Location in the metro station . . . . . . . p.37 20.5.3.2. Placing the sensor . . . . . . . . p.37 20.5.4. Programming . . . . . . . . . p.38 20.5.5. Prototype . . . . . . . . . p.41 20.6. Product review . . . . . . . . p.44 20.6.1. Verification . . . . . . . . . p.44 20.6.1.1. Eco-star . . . . . . . . . p.45 20.6.1.1.1. Materials . . . . . . . . . p.45 20.6.1.1.2. Production techniques . . . . . . . p.45 20.6.1.1.3. Assembly . . . . . . . . . p.45 20.6.1.1.4. Use . . . . . . . . . . p.45 20.6.1.1.5. End of use . . . . . . . . . p.46 20.6.1.1.6. Star model . . . . . . . . . p.46 20.6.2. Validation . . . . . . . . . p.46 20.6.2.1. SWOT-analysis . . . . . . . . p.47 20.6.3. Final lean canvas . . . . . . . . p.48 20.6.3.1. Problem . . . . . . . . . p.48 20.6.3.2. Solution . . . . . . . . . p.48 20.6.3.3. Users/customers . . . . . . . . p.48 20.6.3.4. Most important functions and features of the concept . . . . p.48 20.6.3.5. Strengths of the product according to the current market . . . p.48 20.6.3.6. The maximum potential use of the sensor . . . . . p.49 20.7. Visualisation . . . . . . . . p.49 20.7.1. Introduction . . . . . . . . . p.49 20.7.2. visual model . . . . . . . . . p.49 20.7.3. 3D-printing . . . . . . . . . p.52 30. Project management . . . . . . . . p.54 30.1. Objectives and Work Breakdown Structure . . . . p.54 30.1.1. Project scope management . . . . . . . p.54 30.1.1.1. Objectives . . . . . . . . . p.54 30.1.1.2. Project scope description . . . . . . . p.54 30.1.1.3. Milestones . . . . . . . . . p.55 30.1.1.4. Deliverables . . . . . . . . . p.55 30.1.2. Work Breakdown Structure . . . . . . . p.55 30.2. Scheduling project . . . . . . . . p.56 30.2.1 Sequence activities . . . . . . . . p.56 30.2.2. Estimate activity durations . . . . . . . p.59

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30.2.3. Critical Path Method (CPM) . . . . . . . p.59 30.3. Human resources . . . . . . . . p.60 30.3.1. Develop human resources plan . . . . . . p.60 30.3.1.1. RACI-Method . . . . . . . . . p.60 30.3.2. Acquire project team . . . . . . . . p.62 30.3.2.1. Belbin test . . . . . . . . . p.62 30.3.2.1.1. Summary of team roles . . . . . . . p.62 30.3.2.1.2. Team meeting . . . . . . . . p.63 30.3.2.1.3. About team roles . . . . . . . . p.63 30.4. Develop project team . . . . . . . p.64 30.5. Project cost management . . . . . . p.65 30.5.1. Planification of cost management . . . . . . p.65 30.5.2. Cost estimations . . . . . . . . p.65 30.5.3. Budget and cost calculation . . . . . . . p.65 30.5.4. Earned value analysis . . . . . . . . p.69 30.6. Project communication management . . . . . p.70 30.6.1. Team communication . . . . . . . . p.70 30.6.2. Stakeholders . . . . . . . . . p.72 30.6.2.1. Stakeholders analysis . . . . . . . p.72 30.6.2.2. Identify and understand the stakeholders . . . . . p.72 30.6.2.3. Stakeholders prioritisation . . . . . . . p.73 30.7. Project quality management . . . . . . p.75 30.8. Project risk management . . . . . . . p.78 30.8.1. Definition of possible risks . . . . . . . p.78 30.8.2. Risk assessment matrix . . . . . . . p.78 30.8.3. Analysis of the risks . . . . . . . . p.80 30.9. Project change management . . . . . . p.82 30.9.1. Magical triangle . . . . . . . . p.84 30.9.2. Change control log . . . . . . . . p.85 30.10. Project marketing management . . . . . p.86 30.10.1. Strategic marketing . . . . . . . . p.86 30.10.1.1. Analyse of the world . . . . . . . . p.86 30.10.1.2. Analyse of Europe . . . . . . . . p.87 30.10.1.3. Near market strategy . . . . . . . p.88 30.10.1.4. Marketing strategy Finland . . . . . . . p.89 30.10.1.4.1. Analyses . . . . . . . . . p.89 30.10.1.5. Conclusion of Strategic marketing . . . . . . p.91 30.10.2. Operational Marketing . . . . . . . p.91 30.10.2.1. Marketing Strategy . . . . . . . . p.91 30.10.2.2. Marketing mix . . . . . . . . p.92 30.10.2.2.1. Product Strategy . . . . . . . . p.92 30.10.2.2.2. Price Strategy . . . . . . . . p.93 30.10.2.2.3. Sales Channels . . . . . . . . p.94 30.10.2.2.4. Communication Strategy . . . . . . . p.94 30.10.2.3. Conclusion of the operational marketing . . . . . p.94 40. Conclusion . . . . . . . . . p.95 50. Bibliography . . . . . . . . . p.97 60. Attachment . . . . . . . . . p.99

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10. Introduction 10.1. European Project Semester Nowadays, the world of work is more and more competitive. Engineers must not only develop skills in scientific and technologic areas but as well a good communication ability. The new market trends demand more professionals that are able to combine a profound knowledge in engineering with a comprehension on economics and management while knowing how to be prepared to work in multicultural environment. These new environments require an international communication teamwork and a good aptitude in language. The EPS, European Project Semester, is an exchange learning program that allows engineering’s students to reach these goals. This program, developed in Denmark, has a huge success in whole Europe since 1997. Many European universities offered this international experience. At the beginning, the EPS program was only designed for engineering students but it is expanded to other students with a different study background such as economic, design, architecture and management. The EPS program is based on two study topics subjects: teambuilding and project management. Through lectures, the program gives in short intensive times all the keys that will be used by the students to lead their project. The purpose of EPS is to allow students to put their knowledge into practice in a multicultural environment. The students are working in an international team from 3 to 6 members on a scientific project in order to develop their cross-cultural communication skills.

10.2. The project The project will take part in the SICK innovation competition 2019. This competition challenges student teams from different schools and fields to create a new and functional application for one of their products. This year, the chosen product by SICK, is the 24-layer scan LiDAR SICK MRS6000. This is the latest LiDAR sensor launched by the company that can be used in different fields of applications. The workflow is based on the traditional product development process and it is adapted to fit the assignment which focuses on TDD or Technology Driven Design. The process is divided into different phases with gates at the end of each phase which will be opened when the deliverables from the phase are reached. Through this method, the project will be developed in 8 steps. 10.2.1. Mission and Vision The mission or goal of this process is to design an application for the sensor that fits the market perfectly and shows the strongest and most valuable aspects of the technology given. The vision is to have the best and most original idea. It has to contribute to improve the world and to be environmentally friendly. 10.2.2. Objectives The objectives are managing a working prototype with the implemented sensor, a final report with all the process steps and a booklet to present the concept.

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10.3. Team members Jan Van de Ven

From Belgium Study: Product Development

Mario Montero Garrido

From Spain Study: Engineering in Industrial Organization

Annike Prehn

From Germany Study: International Sales and Purchasing Engineering

Carla Laborde

From France Study: Packaging Engineering

Silke Debie

From Belgium Study: Graphic and Digital Media

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20. Project process The project process is based on the technique of development product process. This system allows to successfully obtain new products from a concept to the market. The structure of this process was defined through many steps and tasks such as strategy, organisation, concept generation, economic plan and creation. The project process ensures a constantly improvement of the product. The Work Breakdown Structure (WBS) is a management tool that defines and organises the work of the team into manageable sections. Each level of the WBS provides information and details on the steps of the project. To create the Work Breakdown Structure, the team defines the major features and sub-features of the project. The representation of the WBS scheme is followed to complete the project. The numbering on this report does not follow the one of the schemes.

Figure 1 (in attachment)

20.1. Analysis The project started with analysing all the areas connected to the goal that needed to be reached. The first obvious analysis was the sensor. It is important to understand the technology that is going to be used and to have a better knowledge of all the possibilities of the sensor. 20.1.1. Analysis of sensor and used technology

Figure 2 contains the features of the sensor

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Technical data overview

Application: Outdoor

Aperture angle:

Horizontal: 120°

Vertical: 15°

Angular resolution: 0.13° horizontal

0.625° vertical

Working range: 0.5 m ... 200 m

Scanning range:

At 10% remission: 30 m

At 90% remission: 75 m

Scanning frequency: 10 Hz

Ambient operating temperature: - 20 °C ... +60 °C

Ethernet: ✓

Weight: 2.2 kg

20.1.1.1. General information The sensor is a 3D-scanner with 24 scanning layers, which uses 4 polygon mirrors with 6 flats. The laser beams are emitted by 4 internally rotating polygon mirrors which send lasers and scan the environment in a circle. The measured values are assigned by 6 receiving elements to the associated angle steps and thus to the direction. This shows where the object is located.

Figure 3

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The device emits a laser signal and the sensor receives the reflection. The distance to the object is calculated based on of the time taken by the pulsed light beam.

Figure 4

20.1.1.2. Influences of the object properties Dark objects do not reflect the laser as well as lighter objects because the reach is shorter. This phenomenon is the same for rough surfaces, contrary smooth surfaces which reflect the laser better. When objects are smaller than the diameter of the laser beam, the parts are not visible in the data. The object will not be recognized by the sensor. 20.1.1.3. Multi-Echo The sensor is able to evaluate up to four echo signals per measuring beam to ensure reliable measurement results, even under unfavourable conditions (rain, fog, dust, glass, …)

Figure 5

20.1.1.4. Assembly No solar radiation No significant temperature fluctuation 20.1.1.5. Software Software SOPAS ET Version 3.3.3 or newer 20.1.1.6. Usage - Security - Home security - Passenger monitoring - Vehicle safety - Robotics - Emergency situations

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20.1.1.7. RSSI-Data (= Received Signal Strength Indicator) The signal strength received by the device goes from 1 to 65534, with 1 being the weakest possible signal and 65534 being the strongest (could be a reflector for example). When the signal is 0 it means there is not enough energy reflecting, because the target is out of range or because it has an extremely low remission. The signal strength should always be at least 1. 20.1.1.8. Scan data 1) Scan counter

Figure 6 Consecutive number, all 24 levels have the same number. 2) Time stamp

Figure 7

Time stamp since the first use of the sensor. All 6 levels have the same time stamp. Level 1 to 6: 86BS0263 = 2260533859 = 2.260533,859 ms (26 days) Level 7 to 12: 86BD640B = 2260558859 = 2.260.558,859 ms (26 days) Difference is 25 ms 3) Layer angle

Figure 8

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Row Degree Layer

1 F5B2 -2638 -13,19° 24

2 F62F -2513 -12,565° 23

23 70 112 0,56° 2

24 ED 237 1,185° 1

Difference is 0,625°. The position address is an angle in degrees (a horizontal angle). Taking the previous points into consideration, the data from the sensor can be extracted. The sensor has 24 layers and 924 points per layer that provide a 3D view. The collected data contains the coordinates of each point. 20.1.2. Analysis of the existing market In this part there are multiple examples of companies that provide similar technologies like the LiDAR sensor.

https://www.luminartech.com/ Start-up Working on vehicle safety while driving LiDAR sensor: 1sec at 40 m to 7.5 sec at 250m

https://velodynelidar.com/ Working on vehicle safety while driving Developed 7 LiDAR sensor

https://www.eolossolutions.com/ Working on LiDAR integrate in offshore places Wind measuring system Performance measuring at height of more than 200m above the sea level

https://innoviz.tech/ Develop LiDAR solution that allowed mass commercialization of self-driving vehicles Specializes in smart sensing solution: best known to produce time-of-flight LiDAR sensors Provider of perception software that is used in the real-time capture of 3D spatial data Field of application: Transportation/ agriculture/ robotics

https://www.leosphere.com/lidar/applications Developed application for LiDAR and nacelle-mounted LiDAR in the atmosphere observation Field of application: wind industry/ weather & climate/aviation weather/ Air quality industrial risk

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https://www.princetonlightwave.com/ Leading in the supply Geiger mode LiDAR Processing and detection of single photons digitally precisely and in real time Situation awareness and security Enable eye safe, long range autonomous during High speed, high resolution 3D mapping

https://www.trilumina.com/ Powerful Infrared company Enable the use of LiDAR for advanced driver assistance systems and autonomous operation applications to expedite the move of high-quality LiDAR sensors into cars and illuminate the inside of cars with some of the most powerful Infrared Lighting to remind passengers to keep their heads on the roads.

http://www.neptectechnologies.com/products/opal/ Developed 3D machine vision product for automation and robotic application Developed OPAL 3D LiDAR scanner Used from the ground up using the latest innovations in laser optics detection range / data density/ acquisition speed/ obscurant-penetration capability

https://leddartech.com/ Developed Leddar =patented solid-state LiDAR sensing Use light wave digital signal processing and software algorithms Use in mobility-related markets: automotive and intelligent transport systems/ drone/ industrial vehicles

20.1.3. Analysis of current applications for LiDAR LiDAR is particularly useful in surveying operations to perform ‘laser scanning’ and generate 3D point cloud images. The table below shows the current application of LiDAR technology.

DEM Digital elevation model (z,y,x) coordinates

- Capture the surface height of road building and bridge

Micro-topography - Strike object or penetrate through an object to detect the surface value

Agriculture - Help to find an area that uses costly fertilizer - Create an elevation map in the purpose to

create slope and sunlight exposure area map - Create high medium and low crop production

area Forest planning management - Use to measure the vertical structure of forest

canopy - Measure and understand canopy bulk density

and canopy base height - Estimate root expansion of the peak

Forest fire management - Help to monitor the possible fire area called fuel mapping

Precision forest - Use to increase the productivity of wood quality or maintain the environment quality thought creation of plan and operation

Tourism and parks management - Find the best playground area Environment assessment - Protect the plants and environment

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Biodiversity for birds - Define which species of birds are available in the forest

Flood model - Create high resolution and accurate surface model of the river. This extracted LiDAR information can be used for the 3D simulation for better planning of the structures or buildings on the river bank

ELC (Ecological and land classification) - Help in the provision of both the physical and the biological classification of the land

Modelling of pollution - Detect noise and light pollution. - Detect particles in both water and air

Mapping - Urban, city, or town planning

Management of coastline - Layout and variation of coastline

Oil and gas exploration - Differential Absorption LiDAR (DIAL) can be used to detect trace amounts of gases in the atmosphere above hydrocarbon deposits. The detection of gases can be analysed for a measurable concentration of anomalies. This is a relatively new method of exploration that is being developed at the moment

Archeology - Detect micro-topography that is hidden by vegetation which helps archaeologist to understand the surface

Exploring quarries and minerals - Find the quarry and minerals site Solar energy planning - Find the best orientation of solar panels Glacier volume changes - Calculate the glacier change over a period Accident scene - Record the accident scene and use it later for

investigation Architecture - Digital building structure and 3D printed

designs Vehicle automation - Grab the information on the road and it is

passed to a computerised system to make a human being like a decision

Sewer and Manhole Survey - Send all this information from the sewer line (inaccessible area for human) the survey

Astronomy - Use by NASA Visualisation and Gaming - Offside(football)

- Automatic ball boy Wind Farm - Calculate the direction and strength of the

wind on the wind farm. Oceanography - Measure surfaces and new animals COPS - Detect the speed of the vehicle

Railway Infrastructure - Perform quickly the measurements of the railway track and the topographical and surrounding area of the railway path

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Airport Infrastructure - Capture features in the airport like runway, terminal building, hangar, and other objects

Tunnel Surveying - Use to measure accurate and detailed measurements

- Used for analysis, assessment, and modelling of the tunnel

Tsunami Inundation Modelling - Help scientist to understand the area that will be covered when Tsunami happens

LiDAR technology is widely used in many areas. The most common ones are explained below: 20.1.3.1. Autonomous vehicles LiDAR is especially used for autonomous cars. The LiDAR sensor allows to provide information from different directions at the same time and detects precisely the distance between an object and the car. LiDAR enables a self-driving car to view the surroundings with special powers. 20.1.3.2. Agriculture LiDAR can be used to create 3D-elevation map of a particular land. This can be converted to create slope and sunlight exposure area map. This information can be used to identify the areas which requires more water or fertilizer and helps the farmers to save on their cost of labour, time and money. 20.1.3.3. River Survey Water penetrating green light of the LiDAR can be used to see things underwater and helps to create a 3D model of the terrain. Underwater information of a river can help to understand the depth, width, and flow of the water. It helps to monitor the floodplains. 20.1.3.4. Modelling Pollution LiDAR wavelength is shorter. It operates in ultraviolet, visible region or near infrared. This helps to image the matter which is of the same size or larger than the wavelength. So, LiDAR can detect pollutant particles of carbon dioxide, sulphur dioxide, and methane. This information helps researchers to create pollutant density map of the area which can be used for better planning of the city. 20.1.3.5. Archaeology and Building Construction LiDAR plays an important role for the archaeologist to understand the surface. LiDAR can detect micro-topography that is hidden by vegetation which helps archaeologist to understand the surface. Ground-based LiDAR technology can be used to capture the structure of the building. This digital information can be used for 3D mapping on the ground which can be used to create models of the structure. It is very useful for maintaining a record of the structure. 20.1.4. Analysis of trends and new sectors 20.1.4.1. Drones and accessories Became a colossal and relevant market in the last few years, this sector is used in significant different applications. However, it still remains a niche-product for a certain group of people. 20.1.4.2. Smart homes This sector included numerous applications for sensor such as: controlled LED-lightning and kitchen applications, home security, adaptive learning and living together with technology. 20.1.4.3. Digital twin and digital thread The sensor linked directly to a data tool can analyse the product in real time while they are working in the field. Engineers can ‘talk’ to their products to ask them important questions about possible improvements and their lifetime. This enables predictive maintenance avoids unnecessary costs for the users.

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20.1.4.4. Augmented reality The sensor can be used for visualisation of project plans or interaction with 3D-models using augmented reality. This technology enables winning partnerships between man and machine. 20.1.4.5. Sustainable product design Products that enable users to continue the same lifestyle without feeling bad about their impact on the environment. 20.1.4.6. Multi-functional design Customers want to do more with less such as smart phones and a multifunctional kitchen tool. 20.1.4.7. Design for self-care This sector focusses more on how products can influence the lives of the users and how they can improve the self-care of users. 20.1.4.8. Mobility technology Such as Tesla and others, the market focuses more and more on different kinds of transportation and mobility plans. 20.1.4.9. Healthcare Important and permanent, a lot of inspiration and ideas can be taken from this sector. 20.1.4. Analysis of brand identity

Figure 9

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Figure 10 (in attachment) 20.1.6. Conclusion of the analysis part At the end of the analysis phase, the sensor and the software are tested so everything is understandable. After this phase the goal of extracting a singular point in the data was not reached. There was significant information to learn about the program and the way the sensor interpreters an area.

20.2. Ideation The end of the analysis phase leads to the next phase: looking for an application for the sensor. This step is important for the rest of the project and allows to find the most original and innovated idea. 20.2.1. Brainstorm Different brainstorming techniques, converge and diverge method, are used to define a considerable number of different problems that had to be solved. Various approaches are used for choosing the right application.

Figure 11

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20.2.1.1. Mindmapping The Mindmapping technique began by writing the problem in the middle of the paper. The problem defined is the following one: ‘’Come up with a non-existing application for the sick sensor.’’ Then, the method focusses on all different uses of sensors. Through many questions, the mindmap can be built. What kind of function do they provide? This part can stay abstract. In which sectors, places or applications are they used this way? Why? What can they provide in this situation? What are the strongest points of the sensor in these situations? The main point is not leave anything out in the purpose to draw the mindmap as large as possible. Results from the brainstorm:

Figure 12 Figure 13

20.2.1.2. Switching/teleportation technique (Owling) In this technique, it is important to have a better view on what the sensor can be used for and in which situations it could be implemented. This brainstorming exercise teleports team members into a different situation or special character. In 3 minutes, everyone has to come up with an application that would fit in the point of view of this character or situation. After this allotted time the team members presented the idea of what the character they embody will do with the sensor. The switching technique ends when there are no more characters left. The last step is to make connections and classify the idea in category.

Figure 14

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Figure 15 (in attachment)

20.2.1.3. Quick sketching/group sketching Nobody has to be a designer or artist to be able to use sketching as an interesting and stimulating way to come up with ideas. The visualisation of ideas triggers different parts of the brain and in this way, it is possible to discover questions or inspiration that would otherwise not be found. Everybody from the team starts with an empty paper and to make a quick sketch (30s) of an idea that sounds valuable. It can be realistic or completely imaginary. The sketch has to be about an application for the sensor or a problem that has to be solved by using the sensor. Then each team member passes his/her paper on to the right, and everyone sketches another idea on the same piece of paper. This goes on until there is no more place left on the paper. As last step everyone presents their drawings from the different papers to see the different ideas. These are the results from the drawings:

Figure 16

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Figure 17

Figure 18

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Figure 19

Figure 20

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Figure 21 20.2.1.4. Conclusion According the brainstorm sessions there were three ideas that came out such as smart city idea, forbidden areas and electric car parking. These three ideas were developed further in the verification part.

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20.2.2. Verification of ideas First select the top ideas based on different criteria: - Commercial (market-based, customer need, ...) - Organisational (changes to business, management, …) - Financial (cost structure, possible revenue, …) - Technological (used techniques, innovation level, …) - Ecological (environmental impact, used materials, …) - User based (user journey, impact on customers, …) - Impact analysis (innovation level, change to system, ...) The selected ideas of the brainstorming sessions are compared and analysed in each area. The SWOT-analysis defines positive points (strengths and opportunities) and negative points (weaknesses and threats) in different categories to summarise the results. The SWOT-analysis is a good way to collect all the information that is gathered during the verification phase. The results from the SWOT-analysis of the primary ideas are presented below: 20.2.2.1. Smart city idea Strengths Weaknesses

Tendency Big user values Accurate

Expensive Several sensors needed

Opportunities Threats

Application Smart cars Easy traffic Easy system in city

Smart cars know everything Better alternatives available

20.2.2.2. Forbidden areas (industrial and public) Strengths Weaknesses

Less accidents Consequent One sensor

Stupid stops Difference human/robot Critical knowledge (human)

Opportunities Threats

More robots Another area Same sensor for several functions Smart factories

Less jobs Money loss for companies on short term

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20.2.2.3. Electric car parking Strengths Weaknesses

Easy to charge One sensor Check empty places

Cheaper/easier alternative Expensive sensor Not enough parking lot existing already

Opportunities Threats

More electric cars Develop an application Use for normal parking spaces

Not enough cars Electric spots disappear

20.2.3. Select ideas In this process the weighted criteria method is used to help to select the best idea to develop further into a real concept. It is a valuable tool for decision-making because it defines individual criteria that are important to the project and grades the alternatives on these different criteria. This way a total value for each alternative can be identified by making a matrix and calculating all the values for all the alternatives. At the end the alternatives are ranked based on their total grade. A fourth idea came up when the phase of selecting ideas started. This idea was interesting to take in consideration because it seemed different than the other ideas and the focus lays on the safety in metro stations. The different criteria used in the method are: - Is the idea or concept easy to develop with the resources available? - Will it be useful to the customer in a real situation? - Is the product environmental-friendly or the opposite? - Can we make a working prototype of this concept in a later phase? - Will it be fun to work at this concept or idea? - Are we tackling a real and existing problem? - Will we be able to finish the project in time with this idea? - Are there easier alternatives already in existence? - Do we use the full potential of the sensor? - What will be the final price of our concept? - Is the area of choice interesting for SICK?

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WEIGHT PARKING INDUSTRIAL SMART CITY METRO

Easy to develop? 8 6 8 4 5

Useful for the customer? 5 5 8 7 8

Friendly for the environment? 4 6 4 3 4

Can we make a prototype of it? 6 7 8 4 6

Fun to work at? 6 4 7 5 8

Is it a real problem? 8 3 9 3 6

Are we able to be on time? 7 4 6 7 5

Easier alternatives? 5 2 5 3 7

Do we use all the potential of the sensor?

4 6 6 7 8

The final price of our prototype? 2 8 6 2 3

Is it interesting for SICK? 3 2 7 5 5

TOTAL SCORE

271 406 268 351

This table shows the grades for each of the alternatives from the SWOT-analysis. The safety alternatives stand out with scores of 406 for the industrial safety idea and 351 for the metro station idea. 20.2.4. Conclusion of the ideation part The industrial safety and the metro station idea will be further specified in the concept phase to see which one is more interesting and better.

20.3. Concept The concept phase defines if the ideas of the ideation phase are viable. In the following part the two chosen ideas will be presented in concept cards. 20.3.1. Concept cards Two concept cards are created in the purpose to show the major points of interest of each idea. The strategic check of the cards analysis if the concept would survive in the existing market. The stakeholders used the concept card to define what they think will be the most realisable idea. The content of the concept cards is described in this report. The lean canvas is a method for the strategic check. It gives good impressions of the important aspects of a new product on the market and how product developers should play into the needs of customers and concurrent.

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Figure 22

20.3.1.1. Concept card 1: Industrial safety measures

Figure 23

26

Figure 24

Figure 25

27

20.3.1.2. Concept card 2: Metro platform sensor

Figure 26

Figure 27

28

Figure 28

20.3.2. Conclusion of the concept part In the beginning the team decided to combine both concepts because the same product and method could be used for the industrial and the metro station safety. In a later state of the project, stakeholders were consulted about the ideas and the concept cards were used as an easy reference to the content of it. After the feedback the team decided to focus on the metro station safety. The reason is that metro station platforms are more universal and will give the team not only the possibility to ensure the safety in metro platforms but also to develop a wider concept to have an impact in worldwide society.

20.4. Specifications This phase of the product development process defines the specified aspects of the concept. It gives a good overview of the aspects that still need to be developed. The product specification is the first step to determine before developing the final product. The specifications are a list of requirements that are divided into technical, user-related and financial parts. This list allows better communication between the team and towards stakeholders in the purpose to make the realisation of the process easier and quicker. 20.4.1. How to define product specifications 20.4.1.1. Short summary (after the concept) First the team defines the product definition. This includes the added value, the main function of the product, the market and the technology used. The next step is defining the different subfunctions and features in the product. It leads to choose the unity in the product and the system architecture. The product gets a specific innovation level based on this information. Now the requirements can be specified in the specification list.

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20.4.1.2. Product specifications - Characteristics (weight, price, colour, ...) - Sub-functions - Key function - Requirements and wishes 20.4.1.3. Define the specifications The first step is to analyse the functional and physical processes by using knowledge and extensive research on this subject. An interdisciplinary analysis is also the key to make the specifications as interconnected as possible which helps to do a creative analysis based on the co-dependent fields of the product. This analysis is based on users, technology and economy. It makes sure that the product will be realistic and viable in the end. After these different analyses the specifications can be written down using the checklist method. This method checks every aspect of the product life cycle so all the requirements can be divided into the corrected areas. The different aspects are: - Origin (materials, production techniques, assembly, ...) - Distribution (transport, packaging, ...) - Usage (installation, saving, use, ...) - End (recycling, disassembly, ...) The team should look for goals, functions and possible borders for each topic. 20.4.1.4. Dividing into categories This list contains different categories in which the product specifications could be divided: - Different types of specifications - Design drivers (stimulates innovation) - Criteria (keep the quality) - Descriptive (quantify the borders)

20.4.2. Specification list 20.4.2.1. Presentation of the concept 20.4.2.1.1. The application The focus of the application is on the use of the sensor inside a metro station. The concept tries to tackle some of the main problems on a platform: accidents happening on the railway, crowdedness on a platform and the platform itself being poorly adapted to the passenger’s needs. Using the sensor the metro station owners can collect data from the different platforms and get an overview of the whole metro network. The collected data from the Metroview allows the owners to provide more safety in the station, to adapt the platform to better suit the needs of the passengers and to control the flow of the crowd across the metro network.

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Provide safety The sensor will be programmed to trigger an alarm and the automatic braking system of the metro. This application will only work when the metro is not at the platform, otherwise if the metro is at the platform, the safety feature will enter to the standby mode until the platform is empty again. The program discerns two areas on the platform. The ‘warning area’, shown by the yellow zone in the picture, will trigger an alarm when it is crossed. The ‘forbidden area’, shown by the red zone in the picture, will induce the automatic braking system for all metros that are arriving at the platform. This application will increase the safety without making big changes or renovations to the platform and without obstructing the flow of passengers through the station.

Figure 29

Adapt the platform The sensor scans the platform and is programmed to count the number of passengers who are waiting. The laser technology can pinpoint the location of each passenger that will provide information about the most and least popular spots where people are standing and how they move around the station.

Figure 30

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The goal is to adapt the platform and increase the comfort of passengers by adding benches, vending machines and other features. This will allow more dispersion of the crowd along the platform and make the station more adapted to their needs.

Figure 31 Figure 32

Upgrade passengers flow The sensor has the ability to discern the amount of passengers waiting on the platform and assess a specific number. This number will be analysed and combined with the size and location of the station and its connection to the metro network. With the overview of the whole metro network, the metro company can fluidize the traffic during peak hours and adapt the timing of arrivals and departures, according to hours of the day in purpose of saving energy. 20.4.2.1.2. Added value proposition The Metroview system is more than just a product, it is an interconnected network of different sensors and different metro stations. Prices for this system are expensive when the metro company has to buy all the devices and install them themselves. For this reason, a circular business model will be implemented for the application. The product will be rentable for the company and there are extra services included that the product provided such as the installation of the devices, the use of the data analysis software, training of safety of employees, the maintaining and monitoring of the network. Some features of the concept are directed towards more temporary use of the system. If the metro company is more interested in these branches of the application, they can rent the Metroview system temporarily to save money. The sensors can be used again in a different location or context with the purpose to preserve materials and technology.

Figure 33

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20.4.2.2. Product specifications Area Specification Technological,

Economical or User-based

Design Drivers, Criteria or Borders

Origin Product should be produced in Finland. E C

The materials needed are available in Finland or neighbouring countries

T B

Use recycled materials for the casing of the sensor T C

The product is assembled close to the production site of the sensor

E C

Distribution The product will be sold B2B E B

Marketing is introduced on specific events for railway companies and global tech events

E DD

The cost of the total product will be no more than 12.000 euro

E B

Installation The sensors will be implemented into the stations design and layout by experts from our company

T DD

The areas are within 200 meters of the sensor’s location

T B

Workers from our company install the sensor and everything needed

U C

The forbidden areas are clearly visible and within range of the sensor

T B

The sensor can be mounted on the wall or ceiling and cannot be reached from the platforms

U C

The mount can carry maximum 5 kg of weight from the sensor

T B

Controls for the sensor are present in the station U C

The product can be plugged into a type F socket with 230V (regular Finnish socket)

T B

The temperature of the environment cannot be below -20 or above 60 degrees

T B

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Use The emergency brake system is activated when a person accesses the forbidden area

T B

The emergency brake system is able to start working within 3 seconds

T C

The sensor is visible for passengers on the platforms

U C

The sensor collects data on the crowdedness in the different areas

T B

Application shows passengers the crowdedness in the different stations

U DD

Data from the passenger flow is saved and collected in neat data sheets for the railway company

U & E DD

The data collection of each sensor is connected to the cloud in a certain way

T C

The forbidden areas are clearly visible to the passengers and visitors

U C

End The product is built to last the whole lifetime of the station

E C

If broken the sensor can be easily reached and replaced

T C

The casing is meant to be taken apart and is made of mostly one type of material (DfD)

T B

The connections and software can be easily replaced by newer models in case of fast innovation

E C

20.4.2.3. Specification verification The use of the SMART(i) method helps the team to verify the specification list. This method checks each individual specification and values if it is: - Specific and defined - Measurable and informative - Acceptable - Realistic and fitting for the project - Time limited - (Inspiring to be creative in the process) The specification list in this report was verified and adapted in case of shortcomings. 20.4.2.4. The final specification list The final specification list is a living document which keeps changing through the project. It will be distributed among all parties to allow clear communication about the specifications, so all the parties have to agree upon the list. This list will be the base of most of the upcoming verifications and reviews.

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20.4.3. Product planning 20.4.3.1. Introduction The TOI-list is an enumeration of items that still need to be developed during the development phase of the project. It consists of all the goals that have to be achieved within the project and the obstacles that need to be crossed to get there. 20.4.3.2. List The goals that are the most important are marked with “I”. These are the goals that are handled first before the others which are marked with “II” and “III”.

Area Description Technological, User-related

Importance

Sensor Defining areas in the sensor T I

Sensor Define the trespassing object in the forbidden areas T II

Sensor Defining the line of sight of the sensor (dark vision, counting...)

T II

Sensor Mounting the sensor inside metro station T II

Sensor Counting crowdedness on platform T II

Sensor Controls for the sensor U II

Station Reaction of sensor in emergency situations (power outlet, fire, ...)

T III

Station Develop a good brake system (checking out existing systems)

T II

Station Output from the sensor to the train/station T I

Station Signal the passengers about the safety measures on the platform

U II

Station Calculate best place to mount the sensor T I

Interface Data collection and graphical visuals for company U II

Interface Data collection and graphic visuals for passengers U III

Product Developing a case/mount for the sensor (materials, production method, …)

T II

Product Working out the aesthetics of the product U III

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20.5. Product development The next step in the product development process is the current development of the product. This phase contains different steps. The first one is to find solutions for all the problems that are encountered and integrate all these solutions into one final concept. The next step is shaping of the product and defining the product architecture focusing on designing the aesthetics. The product strategy, already widely defined, analyses the details about the market more precisely. 20.5.1. Corporate identity 20.5.1.1. Brand Safety, innovation and saving energy are the main elements to identify Metroview. Safety Safety is in general an important aspect. For the safety of the passengers there are two main points in the application: the forbidden areas and the warning areas. This will provide more safety for the passengers in the metro stations. Innovation In the present and the future, innovation is an aspect that comes back multiple times in different sectors. The platform will be innovated to calculate the future passengers needs and the comfort of passengers will be increased by adding benches, vending machines and other features. Saving energy Saving energy is thinking about the future. With a network overview of the amount of people on the platforms combined with all the locations, the metro company will be able to fluidise the traffic during peak hours. The timing of arrivals and departures according to hours of the day will be adapted in purpose of saving energy. 20.5.1.2. Colours

CMYK RGB Pantone Solid

Coated Pantone Solid Uncoated

Hexadecimal

C: 50% M: 0% Y: 41% K: 0%

R: 159 G: 200 B: 172

352 C 344 U # 9FC8AB

C: 93% M: 0% Y: 41% K: 0%

R: 42 G: 159 B: 162

3262 C 7711 U # 2A9FA2

C: 0% M: 0% Y: 0% K: 0%

R: 63 G: 62 B: 62

Black 7 C Neutral Black U # 3E3E3D

20.5.1.3. Typography Helvetica – Black Helvetica – Heavy Helvetica – Bold Helvetica – Roman The titles can contain every colour of the corporate identity depending on the media. According to the style of the document and the amount of information, the style of the titles can be different.

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20.5.1.4. Logo

Figure 34

Placing the logo

Figure 35

The X is standing for the space between all the letters of the logo. The logo must be scaled proportional and the space around the logo has to be minimum 3 times X. It is forbidden to use other colours and place the logo different than described. 20.5.1.5. Graphic elements The graphic elements are existed out of lines. The lines must contain one of the colours of the corporate identity depending on what is the best for the design. They have a minimum thickness of 10 pt. The length depends on the design and the thickness can be thicker than 10 pt. 20.5.2. Sensor casing The sensor needs the whole range of the laser to work the best. Therefore, the angle and the upside-down placement of the product are the main requirements to take into account for the casing. The design of the structure around the sensor allows to mount and to fix the sensor against the wall. The weight of the sensor requires a strong structure and at the same time, the structure of the casing has to be quite open to allow the heat of the sensor to be evacuated. The second point concerns the overview of the platform. The sensor has to be adapted to different stations and the positioning angle should be movable. Thus, the design of the casing integrates inside a mobile part that allows to choose the right angle for the sensor.

Figure 36

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20.5.3. Installation of the sensor 20.5.3.1. Location in the metro station Analysis of the metro station shows that the average size of a platform is between 100m to 200m. For both, it is necessary to install at least two sensors to have the best overview of the platform. A study of the shape of the metro station exposes that most of them have two train tracks on both sides of the platform. According to this configuration, this example of two different options to place the sensor comes up.

Figure 37

Option 1 (blue): The sensor will be mounted in the middle of the station. The sensor will have a perfect overview of the front of the platform, but the ends of the stations will be more difficult to see by the sensor. Option 2 (violet): The sensor will be mounted on both opposite corners of the platform. This position will provide a perfect view of the whole platform all the way to the back. However, the sensor might not be able to see if there is an object in the middle of the station. In conclusion, the better option to mount the sensor in the metro platform is the option 2. This location of the sensor allows the use of all the capacity and features of the sensor. 20.5.3.2. Placing the sensor The Metroview will be mounted upside down on the ceiling or walls of the station using a movable casing. The position combined with the location in the corner of the station provides the best possible overview of the platforms and rail tracks.

Figure 38

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20.5.4. Programming The description of the team members shows that none in the group is able to program. First a second-year student of IT, Robin Snellman, joined the team to help. However, Robin´s help was not enough to extract the data out of the sensor in order to treat it. Our supervisor, Mika Billings, found an extra programmer who leads us to succeed in this task. The first step to execute was setting up a TCP (Transmission Control Protocol) connection with the sensor. The TCP enables two hosts to stablish a connection and to exchange streams of data. It guarantees the delivery of data and that the packets will be delivered in the same order in which they were sent. Secondly, it was time to load some settings into the sensor. This is shown in the config line of the code. All the arguments are default excepted for the retention rate, which mean that, instead of waiting for 100 measurements before updating the data, it will update the data immediately.

Figure 39

Then, the measurement starts. The sensor will do repeatedly measurements every 100 milliseconds. After that, “Python 3.7” is used as the main programming tool for the rest of the task. In Python, A request is sent to the sensor to get back the data. The sensor sends back the data and the program verifies if it is new information to update it to the screen. gfx_model.py is the file with the code used to extract and to treat the data from the sensor. It uses this information to know the location of the points. If the points enter in some predefined areas it will update a counter. config.tolm is the name of the file used to establish the basic settings for the prototype. For example, defining the dimensions of the areas or simple settings as how many points inside an area are needed to generate a warning alarm. gui.py is the name of the file with the code used to run the program itself and add some restrictions.

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gfx_model.py

Figure 40

40

Figure 41

config.tolm

Figure 42

gui.py

41

Figure 43

Another file called gfx_view.py contains the code to build the window to visualise the prototype. It considered this code not as important as the others and it will not be added any picture about it. Nevertheless, a video of how the prototype looks in the screen will be added in the following point. 20.5.5. Prototype Although the application involves a wider concept, we focus our prototype in the safety of metro platforms. The MRS6000 LiDAR sensor covers a range of 200m length. To show our idea in “SICK INNOVATION COMPETITION 2019” and in the final report presentation, an easy 4 meters prototype has been developed avoiding thus space problems. A 3D view, 24 layers and 924 points per layer, makes the programming task more difficult. To make it easier the final choice to show our idea was a 2D prototype using only one layer. The 2D prototype was developed with the programming tool “Python 3.7”. This allows to know the location of the 924 points distributed in the layer selected. The main idea now is to determine two different areas and be able to detect the presence of objects or people inside. These objects or people are visualised in the prototype as an aggrupation of points that have changed their position.

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The areas mentioned above are: - The yellow area or “WARNING AREA”: divided in two parts represents the proximities of the railway

tracks. In other words, it is the part of the platform where people are not allowed to wait for the metro/train because it is dangerous. If someone enter in this area a warning sound will appear. This sound will keep people aside avoiding possible absorptions to the railway tracks caused by unwilling distractions of the users.

- The red area or “DANGER AREA”: represents the railway tracks itself. If someone or something enters into this area, a different warning sound and the auto-braking system of the train will be activated. The auto-brake system is activated by a wireless signal received by the trains that are going to enter or leave the platform in a short period of time.

Figure 44

This picture shows how the prototype screen will be if no one enters in the warning or danger area. The aggrupation of points in the sides represents people waiting in the platform.

Figure 45

Person 1

Person 2

Plant

Wall

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The second picture shows how the prototype screen will be if someone enters in the warning area. The circled points represent the person inside the warning area. The warning sound is activated.

Figure 46

The las picture shows the presence of someone in the danger area.

Figure 47

Person 1

Person 2

Person 1

Person 2

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The video for SICK INNOVATION COMPETITION 2019 is presented below.

Video in attachment

20.6. Product review Verifying and validating is very important to product development and it is a necessary step to take when designing a viable and realistic product. When going through the product design process it is important to implement the right reviewing steps at the right moment, this way a lot of problems can be prevented. Usually, a team of developers goes through 4 steps in the process.

Figure 48

Verification and validation are two concepts that are commonly used together but are two different things. They are not necessarily applied using a specific order or structure. Most of the time both are ongoing and overall processes happening at different points in our workflow at the same time. They are the main drivers behind our most important design decisions, and consequently, our product design. 20.6.1. Verification The question to answer while performing a product verification is “Are we building the product right?” The system and platforms that the team used to build the product and the concept are verified to check if they are working well. This way the quality of the product is determined. After the specification phase, every step is verified looking back at the specification list and the product scope. The team completed

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this verification mostly verbally, to check if everything still fits within the chosen specifications or if anything should be changed prematurely. The final verification used is the Eco-Star.

Figure 49

20.6.1.1. Eco-Star The Eco-Star was used as a method to verify the final product and to check if the ecological opportunities could be improved. It maps these opportunities and encourages the team to look for more eco-efficient solutions and alternatives. Doing the test requires excessive knowledge about the usable materials, production techniques, recyclability…. So, the team uses online research and some expert input to add to our own knowledge. The different steps in the product lifecycle are verified first in an ecological aspect. The steps are divided into materials, production techniques, assembly, use and end of use. 20.6.1.1.1. Materials The Metroview casing uses a limited amount of different materials and also optimises the use of these materials, by using only PLA Ingeo series 3D-printing filament. The parts will not be coated or treated afterward, which restricts harmful excipients. This type of filament is not locally produced in Finland and does not use recycled materials which makes it less ecological. 20.6.1.1.2. Production techniques The casing of the Metroview is 3D-printed locally in Finland. 3D-printing big parts can take a lot of time and energy, but it is the only technique used in this product which makes it better for the transport of emissions. The process does not produce any waste material and has no need for auxiliaries like water or support materials. The toxic emissions of 3D-printing with the selected material are also reduced to a minimal amount, which is one of the main reasons we chose 3D-printing. 20.6.1.1.3. Assembly The verification of the assembly steps greatly influenced the design decisions made for the casing. By using less energy consuming techniques such as snaps and standard parts like screws and bolts, the connections between the parts are easier and faster to make and cost less. The amount of product parts is limited to 12 3D-printed and internal technological parts. So, this also limits the assembly parts needed to connect them. 20.6.1.1.4. Use The period of use is perhaps the most ecological part of the lifecycle of the sensor. There are no emissions during the use which was important for the team. The sensor is connected to the energy grid or to a battery, but the product does not use a lot of energy and any consumables in order to work because the batteries are rechargeable. If the casing of the sensor might break during installation or use, the parts are easily replaceable and repairable using 3D-printing. When new sensor technology or techniques are available, they will be easily implemented in the existing product.

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20.6.1.1.5. End of use During the process, the decision was made to design the casing for disassembly to fit in the marketing strategy of the product. In a circular economy, it is necessary for the parts to be reusable or the materials to be recyclable. The materials used in the casing are easily identified and the parts like the sensor last a long time and can be reused in new products easily. 20.6.1.1.6. Star model The star model shows in which aspects the ecological opportunities are maximised. The product scores well overall but especially the use and end of use were greatly improved during the development phase. Only the materials could still be better adapted to the casing but they are the best-suited choice for 3D-printing a strong and durable part.

Figure 50

20.6.2. Validation Validation is an on-going process that should not only occur during a specific step, but it should be present during the whole product development process. During this process, it is necessary to check if the product still matches the users and business needs. The main question here is “Are we building the right product?” or something more specific: “Is there a market big enough for this product?”. Validation should take place from the early to the final stages of our product lifecycle and even after the release of the final solution.

Figure 51

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20.6.2.1. SWOT-analysis While using the SWOT-analysis repeatedly during the design process the team could keep an overview of the whole project. This method, as explained earlier in this report, differentiates between the positive and negative aspects of the concept by dividing them into strengths, weaknesses, opportunities, and threats. Different aspects were considered such as the structural viability, ergonomics, usability and ecology. By defining how well the product scores on these aspects, the validation of the concept is completed. In points below, the SWOT-analysis of the final product and system is described.

Figure 52

Strengths - Perfectly uses the strengths of the sensor by being able to measure the distance to obstacles - Fits into the circular economy principle by being 3D-printed and rentable instead of sold. This

assures the product will always be up to date and working at peak performance - 3D-printing makes the casing for the sensor durable and strong, while still being easily adaptable to

different environments - Multifunctional by being a safety system and also being able to gather data about the passenger

flow on metro platforms Weaknesses - Needs constant connection to the internet and the data cloud - More sensors should be placed to work efficiently - Expensive product with a sensor of 8000 euros Opportunities - The same system can be implemented in other situations or environments, for example, industrial

environments or public outside spaces - Using the circular economy as a marketing technique more attention will go to the rental system and

this will boost our companies’ sales Threats - Already existing systems that are better specified - New technologies being created that make ours useless - Metro stations structurally changing in the future with the disappearance of safety systems and our

sensor

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20.6.3. Final lean canvas At the end of the product review a final lean canvas was created to describe changes in the usage and additions to the first lean canvas. The MRS 6000 sensor will be mounted in the opposite corners of the metro station to provide an overview of the metro station and waiting areas. The platform is divided into 3 different areas: The first area is green and it is the safe area where people can wait for the metro. The second area is yellow and is still on the waiting platform but next to the tracks. This area triggers only a warning sound when entering. The third area is red and is the area on the tracks. This area triggers an auto-brake system which stops the arriving train. In addition an warning sound is triggered which is clearly distinguishable from the yellow area. The sensor is also able to create a passenger flow analysis. For example, this analysis can show the busiest times at the station in order to be able to use more trains at these times if necessary. 20.6.3.1. Problem There are always accidents in metro stations or railway stations where people are pushed in front of the train, suicide or slip off from the platform. At the same time many stations are overrun at peak times and don not allow a comfortable transport of passengers 20.6.3.2. Solution Each metro station will have 1 or 2 sensors that have defined areas. These areas are green, yellow and red. The yellow and red area will make different warning sounds and the red area will also send a signal to the train to start the auto-brake. In addition, the sensors will count the passengers flow to adapt the metro station to their needs and to control the crowdedness on the metro platform better. This allows to see where the best place for advertisement is and where the people waited the most. 20.6.3.3. Users/customers In the world there are 57 metro lines in 24 countries. These countries are the main costumers for the application. There are more than 3600 metro stations in the world that need to be protected. The application is also an interesting product for public institutions like the federal and provincial governments. 20.6.3.4. Most important functions and features of the concept The most important function from the sensor is to detect people presence to activate an auto-brake system from the train. The possibility to record data of travellers depending on the day and hour uses this information’s to predict future needs. 20.6.3.5. Strengths of the product according to the current market The sensor offers many possible uses and can continue to get more functions over time. All the feature of the application can take place in one sensor and no extra sensors are needed. Since the sensor has a range of 200m, only 1 or 2 sensors are needed to monitor a complete metro station. Instead of only an alarm signal being triggered and then getting help, it is possible to trigger an auto-brake in the train in a dangerous situation. This gives the rescue service the appropriate time to rescue the injured. The sensors of a metro line can be linked so that problems can be precisely determined and an overview of the traffic can be obtained. The application can also be used in train stations and enables complete safety there as well.

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20.6.3.6. The maximum potential use of the sensor The sensor will use the 3D-scanning and the movement detection. This allows the sensor to detect people and measure the distance to the sensor. In addition, different areas can be set up to see if the passengers are in a dangerous area. Key metrics - Send the sensor, case and the software - Propose the installation - Propose the maintenance service - Propose formation on the use of the sensor, software, maintenance

20.7. Visualisation 20.7.1. Introduction A 3D-model is always a good visual representation of how the final product should look like and helps with defining the physical properties of the actual product. In this case, the chosen production technique is 3D-printing so it was very interesting to try and 3D-print a prototype of the casing for extra strength testing. The software used for the modeling is Siemens NX 12.0 which is a collection of different software packages perfectly suited for parametric and direct solid/surface modeling. For this project two different models were made: one model was created to be a visual representation of the final product, and the other as a base model for the parts that were 3D-printed. 20.7.2. Visual model

Figure 53

The visual model is mostly meant as an aesthetic example of the possible final casing. The shape of the casing is inspired by metro stations and their existing visuals, so the product will fit perfectly into the environment. A large part of the shape is influenced by this and the corporate identity, but some changes had to be made to make the total product 3D-printable.

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A moodboard of pictures that summarise the look and the feel of a classic metro station or platform can be found below.

Figure 54

First, the model of the sensor was created. This way the size and the look of the other parts could be based on this model because the sensor is the heart of the product. The other two parts are the moving part and the mounting part.

Figure 55

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The chosen colours and shape were based upon the brand identity profile of the concept to make it fit within our marketing strategy. The SICK logo was added to show off the sensor we used in our concept.

Figure 56

When the model was finished and all the materials defined, renders could be made of the final model to give the concept a photorealistic look. This improves the look and the feel of the final representation. It gives a great realistic view for stakeholders and employees.

Figure 57

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20.7.3. 3D-printing

Figure 58

Finally, a real-life model could be made of the sensor casing. The chosen production technique for this product is 3D-printing so it was really interesting to try and to print the shape and some moving components. To make the visual model into a 3D-printable model, several changes had to be made. Some features were not possible to be 3D-printed so a rearrangement of the parts was necessary. The final prototype of the 3D-print has 13 parts (without the sensor).

Figure 59

53

Pictures of one of the parts being 3D-printed can be found below.

Figure 60 Figure 61

Because of long printing times and technical problems not all the parts could be printed yet. It is a possibility to print them later to check the model.

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30. Project management Project Management is the application of knowledge, skills, tools and techniques to project activities to meet the project requirements. By Project Management there are three things that should be identified: input → tools and techniques → output. These aspects will be explained in the following points with the order according to The PMBOK Guide – 4th Edition.

30.1. Objectives and Work Breakdown Structure 30.1.1. Project scope management The project Scope refers to the part of the project planning that involves determining and documenting a list of specific goals, deliverables, features, functions, tasks, deadlines, and ultimately costs. In other words, it is what needs to be achieved and the work that must be done to deliver a project.

Figure 62

30.1.1.1. Objectives - Managing a working prototype with the implemented sensor - Final report with all the process steps - Booklet to present the concept - Explicative video - 3D modelling case - Webpage

The use of the SMART method helps the team to verify if the objectives set are suitable. This method checks each individual objective and values if it is: - Specific and defined because it shows what the team wants to achieve - Measurable and informative because you can figure out the amount of task completed - Achievable thanks to the technology and the help given from NOVIA and SICK - Realistic and fitting for the project - Time limited because the project has a deadline 30.1.1.2. Project scope description The scope of this project is to design a functional and innovative application for a sensor provided by SICK. The sensor will be placed in metro stations to ensure safety in metro platforms as well as improving the wellbeing of the users. Also, developing an attractive business model.

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30.1.1.3. Milestones - 5/2 - Project initiation - 23/3 - Midterm project documentation delivery - 26/3 - Midterm presentation - 5/4 - Competition documentation delivery - 18/4 - Competition results - 7/5 - Presentation for the competition delivery - 10/5 - Final project documentation delivery - 14/5 - Final project presentation

30.1.1.4. Deliverables - Midterm report - Midterm presentation - Sick report for the competition + video - Sick presentation for the competition - Final report - Final presentation - Website of the project - Video of our daily work and stay in Vaasa Exclusions, Assumptions and Acceptance criteria were stablished in the first meeting while developing the team contract. It is not necessary to go deeper in these aspects here as they will be treated in the following points.

Figure 63

30.1.2. Work Breakdown Structure By using the Work Breakdown Structure and following the steps it was possible to achieve a good product.

Figure 1 (in attachment)

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30.2. Scheduling project 30.2.1. Sequence activities Inputs Tools & techniques Outputs

Analysis Research Information, planning

Ideation Mindmapping, switching/teleportation technique, group sketching

Find two good ideas

Concept Market analysis, specifications, lean-canvas, sketches

Concept cards

Specifications Specification list, stakeholder analysis, TOI Define and work on tasks

Product development Not clear yet because this is the next step Prototype & booklet

Figure 64 (in attachment)

Figure 65 (in attachment)

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Figure 66 (in attachment)

Figure 67

58

Figure 68

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30.2.2. Estimate activity durations Inputs Tools & techniques Outputs

Analysis Expert judgment, analogous estimating 6 days

Ideation Expert judgment, analogous estimating 3 days

Concept Expert judgment, analogous estimating, parametric estimating 3 days

Specifications Expert judgment, analogous estimating, parametric estimating, reserve analysis

2 days

Product development Expert judgment, analogous estimating, parametric estimating 18 days

30.2.3. Critical Path Method (CPM) Because every phase starts after another phase, there could be a waiting time to start with a next task. The whole project was a critical path because if it took longer for a specific phase planned, then there would be a problem. The expectation of the project, according the schedule, was to succeed in creating a program for the application during the month of March. At the first look of the document and the first tests of the sensor, the expected program was to design the forbidden area directly on the Sick software thanks to the output. The second expectation was to work in the same time to collect data from the sensor and to determine the distance of each point. After numerous tries with tutorials and research on Sick’s application, the conclusion was that there were tools missing to reach the purpose. The first solution was that there was an output cable needed that unlocked specific tools on the software. The test with the output cable and the comparison with the project of the last years were unsatisfied. It proved that one important document was not sent with the sensor at the beginning. The sensor uses a more complex technology than the previous one and it targets professional sectors. The sensor can communicate with telegram languages. The supervisor succeeded to find the code to dialogue with the sensor. This discovery delayed the deadline of the “project’s development” phase. Thanks to this knowledge and the help of a new IT student, the team succeed to collect the data with the software python. This was important improvement because the data could be analysed and used for the application. A second point was to design the casing of the sensor. The casing his to follow different parameters such as allowed an upside-down position, has a mobile part to change the angle of the sensor and allowed the overview of the platform. The casing was successfully drawn on 3D-modeling software. The critical part was to 3D-printed. The first design of the casing was too large to be printed with the tools provide by the Novia university. A second casing must be design smaller and with more easily assembly pieces. The 3D-modeling and printed was as well report later the schedule. The printed of the prototype of the casing is over the schedule because of an unexpected. The only 3D-printer that is able to print the pieces of the casing was unusable, the only one left require to cut in more pieces the model. Current statements The team succeed to create a program that allowed to build a prototype for the application of the sensor. In a 2D model, the program focuses on one of the 24 layer of the sensor MRS6000 and draw two zones that simulate the warning area and the forbidden area. When these areas are cross by a moving object two different alarm sound are triggered. The prototype of the casing is still in progress without any problem. The team estimate one week of full printed to succeed to finish the prototype on time.

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30.3 Human resources

Human Resource Management is responsible for identify and document roles, responsibilities, reporting, and creating a human resources management plan. This process is very important because it defines roles and responsibilities, so each person who is involved in the project knows what role they play in which phase of the project. There are different methods to show the responsibility in the process. One of them is the RACI-Method. 30.3.1. Develop human resources plan

Figure 69 30.3.1.1. RACI-Method The RACI-Method is a matrix that shows who is responsible for what. The following questions are answered: - Which tasks have to be done? - Which roles are involved? - Who is responsible for what? This is what RACI means in detail: R - Responsible: Who is responsible for the execution of the task? There is only one responsible person in each process but another person can help with the processes. A - Accountable: who decides whether the task was performed correctly? The “accountable” person reviews the results of the implementation and can transfer tasks to the “responsible” person. C - Consulted: Who is asked to perform the task? The “consulted” person is an expert or an outside person who is not directly involved in the project but who provides advice. I - Informed: Who will be informed about the results of the task? This person only gets information about the project process like a supervisor.

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Figure 70

Figure 71

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30.3.2. Acquire project team 30.3.2.1. Belbin test 30.3.2.1.1. Summary of team roles Roles Annike Mario Silke Jan Carla

Primary Resource/ Investigator

Evaluator/ Monitor

Completer Finisher

Teamworker Plant

Secondary Evaluator or Monitor

Plant or Coordinator

Evaluator Monitor

Annike: resource/investigator -> explore new ideas and possibilities Strengths Weaknesses Team role compatibility Optimum working

environment

Has a lot of energy at the beginning Works well with others Is a good networker Is a good communicator

Loses energy after the first flush Is not comfortable with large changes during the project

Shaper Completer finisher

Hight productivity = work with others

Mario: evaluator/monitor -> provide a logic eye Strengths Weaknesses Team role compatibility Optimum working

environment

Is sober, strategic discerning Sees all options and judges accurately

Lacks to make decisions Has difficulties to inspire people Can be overcritical Can have friction with Plant or Investigator

Shaper Coordinator

Hight productivity = strategy’s situation

Silke: completer / finisher -> correct mistake, ensure that important details are not overlooked Strengths Weaknesses Team role compatibility Optimum working

environment

Tries to reach the highest standards Is accurate Catches mistakes

Struggles to finish off Struggles to keep deadlines Is anxious

Shaper Plant Resource / Investigator

Hight productivity = environment that improves concentration and where they are given adequate time

Jan: teamworker -> cares for individuals and the team, promote harmony Strengths Weaknesses Team role compatibility Optimum working

environment

Is a good listener Good at resolving social problems Is diplomatic, sensitive and supports others

Avoids conflict and tense situations Lacks to make decisions Is hesitant

Shaper Coordinator

Hight productivity = positive and peaceful environment

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Carla: plant -> prime source of innovation and ideas

Strengths Weaknesses Team role compatibility Optimum working environment

Is creative and inventive Can tackle complex problems in a new way

Is not aware of what is going on elsewhere in the team Does not communicate with people who do not share the same idea Plant’s ideas can be radical and lack practicalities

Coordinator Monitor/Evaluator Implementer

Hight productivity = Space and time to think

30.3.2.1.2. Team Meeting Most enjoyable/ agreeable meeting: - Positive and peaceful environment - Free to speak and share ideas - Possibility to be flexible Most efficiently/ professional meeting: - Quiet and exclusive area - Meeting has to be prepared - Everybody must be informed how the project is and what they have to do - Everybody has to know the schedule and dead lines How the team do a “feedback”: - Note taken by the secretary during meeting needs to be shared with the other team member - The recap of the meeting has to expose clearly the progress of task, - What people have done and what they have to do next, - The issue that the team or a team member face of and how they fix or not it, - The news ideas, the new due date for the next meeting 30.3.2.1.3. About team roles Roles that the team miss: The role of the shaper is missing in the team. According to team role compatibility, the shaper appears many times in different profiles. The shaper can ensure that the due dates will be respected and push the team to challenge themselves. Roles that we did not want: The coordinator appears to be the role that the team does not need because it is over controlling.

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30.4. Develop project team

Figure 72

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30.5. Project cost management 30.5.1. Planification of cost management The monetary units of the cost management plan are established to be the euro (€). The metric units to define the amount of material will be used in the international metric system. The volume will constitute an exception: the litre (L) could be replaced by the cubic meter (m3). The control of cost management will be carried out by a methodology of periodic cost reports. The date will coincide with the deadlines of periods that will be established in the cost baseline. A report must be submitted per work package which is made by the person responsible for it. In addition, the responsible one has to specify if additional costs were needed. 30.5.2. Cost estimations The different techniques to estimate the cost were put into practice. The bottom-up method will be used according to the WBS and the activities scheduled in the purpose to estimate the cost for each activity. The cost of one activity was not easy to estimate if problems appear. Therefore, other tools as the 3-value method and expert advice were used to solve these problems. Moreover, a law of rounding is established to the nearest hundred without decimals to facilitate the interpretation and reading of the figures. On the other hand, those responsible for the project will ensure that the costs estimated have a range of acceptability of 15%. 30.5.3. Budget and cost calculation The planed value (PV) chart distributes the cost of each activity in the schedule depending on the week in which the activity will be developed. The second chart concerns the earned value (EV) and shows the amount of the task that is currently completed in percentage. The last chart presents the actual cost (AC), which means the real cost of the activities at the time they are finished. Furthermore, the management reserve is determined as 10% of the total cost of the project to avoid unplanned changes of scope. Contingency reserves of each main work package are determined as 7% of the cost of the pack with the purpose of mitigating possible identified risks. Both reserves follow the rule of rounding to the nearest hundred. Below there is a summary table of costs per activity and period in addition to the cost baseline.

66

PV

Figure 73

67

AC

Figure 74

68

EV

Figure 75

69

Figure 76 30.5.4. Earned value analysis The earned value analysis is a project management tool that is used to measure the project progress. It compares the actual work completed at any time to the original budget and schedule. It forecasts the final budget, schedule and the analysis of the path to get there. The analysis gives the essential early warning signal when the situation is going awry.

Figure 77

Comparing the values of the different curves it is possible to determine an index which helps to understand the situation of the project better. - A positive CV means the project is under budget - A negative SV means the project is behind the schedule - CPI and SPI are the same as CV and SV but in percentage terms - EAC and TEAC are estimation for budget and time at the end of the project if unplanned facts

continue happening

Figure 78 (in attachment)

1 2 3 4 5 6 7 8 9 10 11 12 13 14

0 € 0 € 1,140 € 1,140 € 1,140 € -2,861 € -13,750 € -28,895 € -29,571 € -26,221 € -20,848 € -5,259 € -7,596 € -16,800 €0 € 0 € -160 € -160 € -160 € -1,761 € -6,470 € -10,815 € -15,211 € -11,861 € -6,488 € 9,582 € 16,259 € 0 €

1.00 1.00 1.04 1.04 1.04 0.92 0.77 0.65 0.67 0.73 0.79 0.95 0.94 0.891.00 1.00 0.99 0.99 0.99 0.95 0.88 0.83 0.80 0.85 0.92 1.10 1.14 1.00

132,867 € 132,867 € 127,435 € 127,723 € 127,723 € 143,871 € 172,951 € 203,841 € 198,442 € 182,904 € 168,767 € 139,492 € 140,609 € 149,667 €

14.0 14.0 14.1 14.1 14.1 14.7 16.0 16.8 17.6 16.4 15.2 12.7 12.3 14.0

Earned Value Analysis

Cost Variance (CV)Schedule Variance (SV)Cost Performance Index (CPI)Schedule Peerformance Index (SPI)

Estimate at Completion (EAC):

Estimate Time at Completion (TEAC) weeks

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The analysis of this method for the report at week 8 shows that the project is over budget and under schedule. The main problem starts in week 6 when the programming task is planned to be developed. Even with the help of an Informatics Engineer student, the programming of the forbidden areas with the sensor did not succeed. Extra working hours and the forthcoming arrival of expert help are being scheduled to get back on path. After the incorporation of an expert programmer to the team the programming task was developed in the scheduled days. The product review and the visualisation were finished earlier and with less cost than planned and we succeeded in finishing all the activities in 14 weeks. The final budget of the project is more than expected due to our problems with the programming task. With the effort of all the team members we got back on path.

30.6. Project communication management 30.6.1. Team communication The communications management plan describes how project communications will be planned, structured, implemented and monitored to achieve their effectiveness and efficiency. The team have used Trello, e-mail and What´s app as the main tools for distance communication. At least there is one weekly meeting between the team members. It has been decided to describe this plan through a summary table that includes what will be communicated, the reason, between whom it will be carried out, the appropriate method, the person responsible for the communication and when and how often. What will be communicated?

Why? Between who? Best method

Resp. When? And frequency

WBS To know the Project scope

Team members and the supervisor

Formal written document

Supervisor At the beginning and in each update

Problems To avoid possible deviation in project planning

Team members and the supervisor

Informal writing (e-mail)

All those responsible for each area of the project

Whenever it happens

Progress reports

Measure and verify the current situation of the scope

Team members and the supervisor (not always)

Verbal Formal (meeting)

Supervisor/ team leader

Weekly

Suggestions Promote communications and team work

Team members

Informal writing (email, Trello, what´s app)

Team members

At any time during the project

Expert help in project Management

Advice and corrections in the project management task

Team members and Roger

Formal email or face to face meeting

Team members

Whenever expert help is needed

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Expert help in academic writing

Advice and corrections in the report

Team membes and Hanna.

Formal email or face to face meeting

Team members

Whenever expert help is needed and the day of the exam

Expert help in Eco design

Advice and corrections about the materials used in our prototype

Team members and Karine

Formal email or face to face meeting

Team members

Whenever expert help is needed

Sick Finland To participate in the competition

Responsible of getting the ideas, supervisor and team members

Formal written report about the application of the sensor

Supervisor Before the deadline of the competition

Holidays To plan the activities and the meetings

Team members

Informal text (what´s app, Trello) + update google calendar

Team members

At least one week before the departure

The following chart contains essential information about important people with whom the team should stay in contact or at least take into account while developing our project.

Name and occupation

Contact Deliverable information

Deliverable method

Mika Billing (Project supervisor)

Email: mika.billing@vamk.fi Phone: +358 40 591 2854

Project status Meeting or email

Roger Nylund (EPS coordinator)

Email: roger.nylund@novia.fi Doubts about project management tasks

Meeting or email

Karine Van Doorssealaer (Eco design teacher)

Karine.vandoorssealaer@uantwerpen.be Doubts about the materials used in our idea

Meeting (during her stay in Finland) or email

Hanna Latva (English teacher)

Email: juha.liinamaa@sick.fi Phone: +358 (0)9 2515 800

Doubts about academic writing

Meeting or email

Juha Liinamaa (Sales engineer SICK)

Email: juha.liinamaa@sick.fi Phone: +358 (0)9 2515 800

Information about how to use the sensor MRS6000

Phone call and email

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30.6.2. Stakeholders 30.6.2.1. Stakeholders analysis A stakeholder analysis is a process of systematically collecting and analysing qualitative information to determine whose interests should be considered when developing a new project. 30.6.2.2. Identify and understand the stakeholders Concerns Initial

position Wanted position

Strategy for support

1. Customer Safety No delays Increment users

NEUTRAL IN FAVOR Periodic information Product guarantee Stay in contact

2. Users Comfort Safety No delays

NEUTRAL/ IN FAVOR

IN FAVOR Periodic information Product guarantee Stay in contact

3. Public administrations

State grants Security Reliability Accidents

AGAINST IN FAVOR Prestige compared to other countries Advertising and logos Become the safest rail city Weekly reports

4. Workers Easy to use Reliability Effective

NEUTRAL IN FAVOR Guarantee Formative courses

5. Suppliers Prices Reliability Abidance

NEUTRAL IN FAVOR Regular payment Advertising Long-term contracts

6. SICK Use all sensor features Sales Material integrity

NEUTRAL IN FAVOR New market Advertising Future improvements/new areas

7. Advertising Companies

Prices Reliability of the information Waste money

NEUTRAL IN FAVOR Trial month Surveys and research of the efficiency

8. Competing companies in the sector

Sales Replacement Technology

AGAINST NEUTRAL Complementary tools New Possible projects in common

9. Health services, police and firefighters

Unknown product Reliability of the system Stop-service Warning system

NEUTRAL IN FAVOR Description of our product and how it works Access to data Direct warning signals Provide the information about the best door access to deal with the problem Annual reports

10. Small business inside train stations

Unknown product Flow of travellers Busiest hours

NEUTRAL IN FAVOR Possibility to predict busiest days and hours Warning alarms Advertising

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11. SICK Shareholders

Share value Dividends Prosperity of the Product

NEUTRAL IN FAVOR Regular reports Viability analysis Market survey

12. Community New employment opportunities Contribution to the community Facilities Replacement of renewable resources Social investments and donations Relationships with the community Public health, safety and protection Conservation of materials and energy Environmental assessment in projects

NEUTRAL IN FAVOR New post needed Environmentally friendly policies Public information Environmentally friendly policies Public information Environmentally friendly policies Public information

The company is part of a system with multiple stakeholders in its good march because they benefit from it. The shareholders have a central role in the timeshare that requires responsibility of the good governance of the company. The rest of the groups from a part of the network of necessary collaborators. Therefore, the managers must meet the expectations of the stakeholders. This is important in companies that face of rapid changes in structures of the market, customer needs, technologies and the values of the society such as SICK. The first step to develop is the identification of the stakeholders. It means to figure out every person or organization that is involved or can be affected by the scope of the project. The concerns and the initial position of every stakeholder have to be known in order to choose the right strategy to manage them and achieve the final position. The main point is to place the stakeholders in the IN-FAVOR position, but it can be difficult in some occasions. 30.6.2.3. Stakeholders prioritisation The next step is to prioritise the stakeholders. This step is important to know which are the most relevant to focus on them. The POWER-INTEREST matrix will be used to classify the stakeholders. The strategy that has to be applied will change according to the position of the stakeholder on the matrix. The matrix focusses on giving the needed attention to the people with the most influence and their interests because they set the guidelines of the real economic progress of organisations.

Figure 79 The matrix POWER_INTEREST is presented below:

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Figure 80

Figure 81

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30.7. Project quality management The quality management must be carried out in the most detailed way to guarantee the satisfaction of the clients and the users. The first step is the planification which means identify requirements/standards for the project, the product, and its deliverables. Subsequently it is necessary to set metrics to measure quality in order to review and evaluate each activity that can modify the scope, time, cost, risks or resources. On the other hand, considering that some of the requirements cannot be measured, because they simply consist of the realisation or not of a process or product, a Verification Sheet (YES / NO) is added for them.

Figure 82

The team members attend weekly meetings where time is expended to develop quality improvements and to ensure that integrated change control is used. The continuous improvement is one of the team objectives and PDCA cycle (W. Edwards Deming, 1950) is used during all the project management.

Figure 83

Quality planning must take into consideration the commitment between costs and benefits. The main benefit of fulfilling the quality requirements is decrease the rework which means, higher productivity, lower costs for claims and greater satisfaction of the stakeholders. Cost of quality is considered as an investment to prevent future cost for poor quality. If a Non-Conformity is detected, the project director (Mika Billing) will be informed in the shortest possible time to obtain the authorisation of the latter and, thus, correct it within a maximum period of 15 days with an extra budget determined by the Director. After the correction process, preventive measures will be determined and implemented, ensuring that it does not reappear.

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Below there is a table of the quality requirements of the activities, and subsequently, a verification sheet.

Requirements Metric Quality requirements

Reliability of the information searched

Hours of research At least 15 hours of research per person

Work division Working hours Everyone works the same amount of hours with a variation of 5% allowed

Use different techniques of brainstorming

Number of techniques At least 2 diffrent techniques

Extend development of the switching personality technique

Number of characters At least 3 characters per person

Select the most scored ideas Number Choose the most scored 2 ideas or 3 if the score between them is very similar

Key functions of the product Aim of the functions

At least one function must be environmentally friendly or ensure industrial safety

Questionnaires Number of answers

Every team member must ask at least 10 people

Cost € Determine a specific business strategy

List of things we still need to develop Number of list At least every two weeks one list should be

made

Testing the working prototype Number of test At least 3 different successful test in different places

List of materials Number of materials

Upgrade the list every week and ensure that everything arrives before it is needed

Verification % Aims fulfilled

The percentage of aims fulfilled must be higher than 80%

Meetings Number of meetings

At least 2 a week between team members and at least once every two weeks with the supervisor

Presentation Number of trainings

At least one full performance of the final presentation with all the team members

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Necessary steps to be developed

Accomplished? YES/NO

Has the manual of the sensor been read by all the team members? YES

Has everyone read the analysis part of each member? YES

Have the roles of the team members been selected? YES

Has everyone done a previous brainstorming before the brainstorming meeting? YES Is everyone happy and willing to work for the selected idea? YES Is the application and its scope approved by the supervisor? YES

Have we checked if there are any problems in the first concept testing and early prototype? YES Do the early sketches match with the first idea? YES Do we have a final product that matches with our first aims? YES Is everyone available for the competition day? YES

Is every change made in the project approved and carry out as planned in change management? YES

Have we checked if our programming knowledge is enough to do the prototype? YES Is expert help needed? YES Do we have all the materials needed for the prototype? YES Do we have everything needed for the presentation in Helsinki? YES

Have we thought about different techniques to make an unusual final presentation? YES

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30.8. Project risk management The risks of the project have to be identified in the early phases of the project. These steps will open the possibility of adding, modifying or eliminating risks during the development of the project at specific and predefined moments. The identification of risks will follow an approach based on the WBS that allows to discover the risk that may appear in the Work Breakdown Structure. The identification, the management and the control of risks is due to the responsible person for each task who must be responsible for taking care of it. The contingency reserves already mentioned in the management of costs are intended for the control, the prevention and the materialization of those risks. Exceptionally, these reserves may be exceeded with the authorisation of the project director. The first identification of possible risks has been done by the team: the result of this step is a list with all the risks.

30.8.1. Definition of possible risks This is a list of risks that could take place during the project: - Unclear objectives - Early deadlines - Bad work distribution - Unclear tasks - Poor scheduling - Discrepancies between team members - Team member is on a trip - Sickness or injuries - Choose the wrong idea (motivation) - Get extra components on time - Lack of programming knowledge - Communication problems - Language barriers - Lost information or damaged files - Denied access to certain resources - Winning the competition (positive) 30.8.2. Risk assessment matrix The purpose is to obtain a quick and simple view of the importance of the risks. A risk assessment matrix has been developed considering the likelihood of the risk and the severity of the consequences. Importance = Likelihood x Consequences

Figure 84

79

Figure 85

Figure 86

After classifying the risks, it is of utmost importance to choose the right action to treat them. A proactive way of acting is going to be the main answer to all the risks in the purpose to avoid their materialisation. On the other hand, if it happens, a reactive answer will be set up. If the impact is negative the answer can be avoided, transferred, mitigated or accepted depending on the risk level. If the impact is positive, the options are exploited, shared, improved or ignored.

1 Rare 2 Unlikely 3 Possible 4 Likely 5 Almost Certain

5 Catastrophic

Lose information ordamaged files

Unclear objectives

4 Major

Poor scheduling

Choose the wrong idea(motivation)

Bad work distribution Early deadline

Lack of programming knowledge

3 Moderate

Discrepancies betweenteam members

Get extra components on time

Communication problems

Winning the competition

2 Minor

Language barriers Denied access to certain resources

Unclear task

1 Negligible

Sickness or injuries Team member on a trip

LikelihoodCo

nseq

uenc

es

LOW MODERATE HIGH EXTREME

ACCEPTABLE

AS LOW ASREASONABLY PRACTICABLE

GENERALLYUNACCEPTABLE

INTOLERABLE

OK TO PROCEEDTAKE MITIGATION

EFFORTSSEEK SUPPORT

IMMEDIATE MESURESHAVE TO BE TAKEN

HOLD

Risk

leve

l

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30.8.3. Analysis of the risks Based on the evaluation of the risk, the study of the causes and the solutions of the risks are classified into three different levels of importance: moderate, high or extreme.

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30.9. Project change management In the change management the changes of structures, processes and behaviours of a project where made. Group members would rather stick to already existing things because they have a fear of changing something. The situation sometimes gets even worse when no change is happening. Various rules must be adhered to and they become a very important tool. During weekly meetings, possible changes were discussed. In addition, reviews were made on the individual tasks of each team member. As a result, no sudden changes were made that affect the entire team disapproves of. The integrated control of changes is a process that is carried out from the beginning of the project until its completion. It consists of the review of all the change requests presented (whether to take preventive, corrective or defect repairs). Also, approving these requests and manage changes to deliverables, project documents and project management plans. Finally, communicate the decisions made. A flowchart that easily summaries the integrated change control is:

Figure 87 (in attachment)

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The change request sheet that must be filled in the project is as follows.

CHANGE REQUEST SHEET PROJECT (Name; Identifier): CHANGE APPLICANT Name: Surname: ID:

Date: Request number:

REQUESTED CHANGE: CHANGE REASON: ADVANTAGES

DISADVANTAGES

ESTIMATED INVESTMENT IN THE CHANGE:

APPLICANT SIGNATURE:

UPDATE OF PROJECT PLAN REVIEWED BY: RESPONSIBILITY:

DATE: NUMBER OF APPLICATION:

CHANGE APPORVED?

YES NO

REASON FOR DECISION: CHANGE INVESTMENT:

REVISER SIGNATURE:

PROJECT DIRECTOR SIGNATURE:

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30.9.1. Magical triangle

Figure 82

There are various changes in a project, but the biggest factors are changes in money, time and complexity. These must be defined and prioritized before the project starts. 1. The parameter time is the project duration and includes project start and end as well as all

appointments to be kept structuring the project. 2. The cost parameter refers to the existing budget that is set at the start of the project. 3. The performance of a project are the goals that must be met by stakeholder consultation If one of the three parameters changes, this has a direct effect on the other two parameters. Since project goals still have to be achieved, changes in one parameter must be compensated for by the other two variables. This leads to a change of all three parameters. The most common change in the project was the time. Due to difficulties in programming more time was needed for these tasks and therefore less time for other tasks. As a result of this the goals needed to be redefined and some were deleted. The costs did not rise because the working hours have not changed. In the project was an increase in time, but a decline in the defined goals, which the triangle was compensated again.

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30.9.2. Change control log The changes were recorded in a change log that shows the main information about the changes. The change control log helps to get an overview of the changes, from which they were made and for what reason. During the project, the changes were confirmed there.

Figure 88

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30.10. Project marketing management 30.10.1. Strategic marketing After the complete development of the product it is necessary to set up a marketing strategy. This strategy begins with an analysis of the entire metro market of the entire world. 30.10.1.1. Analyse of the world

Figure 89

The analysis of the market for metro station in the world has shown that there are around 192 metro lines in the world: Africa 2 Asia 95 Europe 57 Central America 1 North America 20 South America 17 After further research it turned out that SICK is mainly based in Europe and so Europe is the best place to start the marketing strategy.

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30.10.1.2. Analyse Europe In Europe there are 57 metro lines and others are already under construction or planned. Since a sensor costs about 8.000 € it is first intended to use it in countries with small metro lines and little stations.

Country Number of metro lines Kilometer Stations Passengers per day

Scandinavia Finland 1 21 16 173.973

Denmark 1 20 22 142.466

Sweden 1 108 100 898.630

Norway 1 86 101 258.630

West Europe Switzerland 1 6 27 73.698

Portugal 1 44 56 405.479

Belgium 1 56 59 63.014

Czech Republic 1 65 61 1.600.000

Austria 2 1.363 113 1.205.480

Netherlands 2 121 120 640.000

Italy 7 220 272 650.257

Great Britain 3 423 309 4.984.950

Germany 4 397 410 3.740.138

France 6 351 489 5.794.679

Spain 7 704 697 5.557.534

East Europe Poland 1 29 28 384.658

Belarus 1 37 28 900.000

Bulgaria 1 40 34 450.000

Hungary 1 38 52 800.000

Romania 1 69 53 490.740

Greek 1 80 60 500.000

Ukraine 4 113 88 2.102.055

Turkey 3 97 92 1.816.438

Russia 5 503 331 6.532.877 After analysing every European country, it is the best option to start the marketing in the country’s with less than 100 stations. Scandinavia has only 4 metro lines that means it is the best place for a market entry in the beginning.

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30.10.1.3. Near market strategy The near market strategy is a mix of the waterfall and sprinkler strategy. In the waterfall strategy the market entry takes place successively. For determining the order in which the countries are serve different criteria’s such as intensity of competition, market risks, etc. can be used. The markets that are tapped first are most similar to home market. The sprinkler strategy takes place in foreign markets at the same time. However, this strategy is associated with high investment costs and a relatively high risk but market shares can be secured quickly. In the first two years, the focus will be on cooperating with the metro stations and concluding maintenance contracts in Scandinavia metro stations on of the sensors in the metro stations. After 2 years, the sensor will be used in all stations and will ensure safety there. Two years after the market entry the search for cooperation’s with the west of Europe will begin. The installation in western Europe should be finished after 4 years since the beginning. The last 2 years of the near market strategy will take place in east Europe. After 6 years the smallest metro lines in Europe will be equipped with the security system and it will be continued with the big metro stations in western Europe and eastern Europe. In the first section, about 707 stations were covered with the new security system. This means that only the sales of the sensor will result in about 5.656.000 €.

Figure 90

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30.10.1.4. Marketing strategy Finland 30.10.1.4.1. Analyses The first thing to do was to analyse all the metro stations in Finland to know how much different kinds of stations there are. Every station was analysed by how many tracks the stations have, if they are underground or on the ground and if there are objects between the tracks on the waiting platform. After analysation the stations where divided into 4 different groups. Group 1 “Benches, beverage- and snack machines, billboards” Station Underground Tracks What is in between?

Matinkylä Yes 2 Benches, beverage- and snack machines, billboards

Niittykumpu Yes 2 Benches, beverage- and snack machines, billboards

Aalto university Yes 2 Benches, beverage- and snack machines, billboards

Keilaniemi Yes 2 Benches, beverage- and snack machines, billboards

Hakaniemi Yes 2 Benches, beverage- and snack machines, billboards

Kontula No 2 Benches, beverage- and snack machines, billboards

Siilitie No 2 Benches

The first group has only the basic elements of metro platforms like benches, beverage- and snack machines and billboards.

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Group 2 “Columns” Station Underground Tracks What is in between?

Urheilupuisto Yes 2 11 columns and benches

Tapiola Yes 2 3 columns and benches

Koivusaari Yes 2 6 columns and benches

Lauttasaari Yes 2 6 columns and benches

Kulosaari No 2 14 columns and benches

Herttoniemi Yes 2 28 columns and benches

Itäkeskus Yes 3 12 columns and benches

Puotila Yes 2 21 columns and benches

Rastila No 2 20 columns and benches

Vuosaari No 2 6 columns and benches

Myllypuro No 2 21 columns and benches

Mellunmäki No 2 24 columns and benches

The second group is the largest group and also the most problematical one. Many columns are very wide and numerous. A complete control of the station is only possible with many sensors or sensors in the middle of the platforms not in the corners. For the last possibility the sensor has to be far away to be able to use his full angle and that is not possible in underground metro stations. Most of the columns are in the middle of the stations and that’s not a big problem for the safety program because the warning areas are next to the tracks. It is only a problem for the passenger flow analysis. Group 3 “Big areas“ Station Underground Tracks What is in between?

Ruoholahti Yes 2 Continuous area in the middle. The end areas are free

Kamppi Yes 2 2 big buildings in the middle with a way between that

Central railway station

Yes 2 2 big buildings in the middle with a way between that

University of Helsinki Yes 2 Continuous area in the middle. The end areas are free

Sörnäinen Yes 2 Continuous area in the middle. The end areas are free

The third group is the best for the developed safety precaution. There is a continuous area in the middle just the warning areas are free and have only benches. Only 2 stations have a way between the continuous area. This route can’t be covered with the planned installation of the sensors in opposite corners of the railway station. This is not a big problem only for the passenger flow analysis.

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Group 4 “Tracks lie side by side”

Station Underground Tracks What is in between

Kalasatama No 2 No platform in the middle instead outside. Tracks lie side by side

The fourth group consists of only one metro station. The warning areas are covered easily and completely. One sensor can be enough in this metro station, if the trains do not come at the same time but offset. 30.10.1.5. Conclusion of strategic marketing Through the analysis the following order resulted, in which the stations receive the sensors first: 1. Group 4 is the easiest to develop the sensor because it is only one station and one sensor can be

enough. Also, there is nothing in the middle like columns, etc. 2. Group 3 is good to develop the sensor because there is a building in the middle of the station where

nothing can happen. There are only 2 stations which can be difficult but only for the passenger flow analysis.

3. Group 1 is a bit difficult because there are a lot of benches, machines and billboards in the middle where the sensor cannot see through. This problem is not that difficult for the warning areas but for the passenger flow analysis.

4. Group 2 is the last group where the sensor will be developed because the stations have a lot columns which are really big and the sensor cannot see through this.

30.10.2. Operational Marketing 30.10.2.1. Marketing Strategy The marketing strategies to be implemented by SICK will take into account the target audience to which our product is directed: metro stations. Our idea involves a different business model. The sensor will not be sold, it will be rented as well as the software that makes it work. For the formulation of the marketing strategy we use the extended Ansoff matrix. Our company will follow a strategy of partial diversification: it is the effect of developing completely new products for new markets or distributions of modified products for new target groups.

Figure 91

92

Our company with the new Metroview product will follow a differentiation strategy unlike to the products offered by the competition. The collected data from the sensor allows the owners to provide more safety in the station, to adapt the platform to better suit the needs of the passengers and to control the flow of the crowd across the metro network. Furthermore, the sensor scans the platform and it is programmed to count the number of passengers who are waiting. The LiDAR technology can pinpoint the location of each passenger that will provide information about the most and the least popular spots where people are standing and how they move around the station. The goal is to adapt the platform and increase the comfort of passengers by adding benches, vending machines and other features. This will allow more dispersion of the crowd along the platform and make the station more adapted to their needs. The Metroview product would be more effective if it is rented as an interconnected network of sensors in different metro stations. Gathering data of the full network of metro stations would make possible to predict the most crowded hours or days and put more trains to ensure the passenger flow and the wellbeing of the users. Metroview will position itself in the market as a product that offers safety, integrated solutions, innovation and respect for the environment. 30.10.2.2. Marketing mix 30.10.2.2.1. Product Strategy As far as product decisions are concerned, marketing’s service employs different tools called matrix. In this case, we have opted for the Growth Matrix-Market Share, deployed by the North American consultancy Boston Consulting Group (BCG). This matrix is designed to help with long-term strategic planning. It strives for business growth opportunities by reviewing its portfolio of products and deciding where to invest, dismiss or develop products. It is also known as the Growth/Share Matrix. SICK has a product line that, at the time of the project's launch, could be considered as a question mark, due to it is a new product in his Introduction phase in the Product Life Cycle (P.L.C.). In addition, it is characterised by its high financial needs - essential to expand its market share- and by generating a low cash flow. The objective is to achieve, through various marketing-mix actions, the category of star products, defined by high growth and a significant participation. Question mark products also need the investment of large monetary flows but generate liquidity.

Figure 92

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Sensor Brand Name Metroview Origin Metro + View (control of metro stations)

Extended Product: Guarantees and services: - 5 years guarantee, both for parts and software update. - Technical service and maintenance. Financing: - Discounts depending on the payment method

30.10.2.2.2. Price Strategy Pricing can be done using an internal, external or both approach at the same time. The internal is based on costs and the external on the analysis of competition and demand. The technology, that will include SICK in the production of Metroview, is of the highest level hence the production will be expensive. To the extent, the company is positioning as the creator of a sensor that provides an integrated solution for metro stations. This will lead us to determine a medium / high sale price in the market. On the other hand, if we consider the competition, the market offers hardly any options for this type of solution. Finally, it is very interesting to consider the demand perspective in the pricing process. It would be interesting to conduct a survey of our potential customers to determine the range of prices that would willing to pay. Cost for the metro station

Figure 93

Cost for our project

Figure 94

94

Total profit

Figure 95

30.10.2.2.3. Sales Channels In order to be able to market the product, it is necessary to set various channels in which the sales department will operate: - Add on industrial revue - Demonstration on industrial show - Direct way to the government - Website. The product will be sold B2B - Maintenance contracts - Specific events for railway companies and global tech events

The most important sales channel is the maintenance contract. So, it is regulated that the sensor will be updated every 3 years and the program will be paid annually. In addition, a reduction of the price can be determined here when the costumer wants to buy many products. 30.10.2.2.4. Communication strategy - Communication through internet and social networks (Web and youtube channel) - Direct marketing (Sales Force) - Fairs - Promotions in specialised magasines - For the presentation of our sensor we will carry out big events (like Apple or Tesla). We will make a

staging in style. 30.10.2.3. Conclusion of the operational marketing Following a partial diversification in marketing strategy, Metroview places itself as a new product that wants to make its own path in the existing market. It is a product identified as a question mark which means that a lot of investment is needed at the beginning to be known. However, an appropriate renting price, a correct sales channels and an effective communication strategy will lead the Metroview to top sales in future market.

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40. Conclusion Introduction To be able to draw the right conclusions it is important to remember the mission of the project: “Design an original and innovative application using the MRS6000 LiDAR sensor that fits in the existing market and uses the maximum potential of the technology.” Now we are able to conclude if we reached the goals set out by the project, if we reached the goals set by ourselves and evaluate the steps we took to reach these goals.

Process A technology-driven design project starts with an analysis of the technology which is followed by a lengthy brainstorming phase. The concept was found by using the correct methods at the right time thanks to the strong project management. Because our main goals were to strictly follow the schedule and explore all the possible aspects of the product we were able to find the perfect idea for an application in a short time. This provided the team with a lot of motivation to go through with the project and develop the final product. After the ideation and concept phase, the team faced a difficult situation. To define the safety areas on the platform it was necessary to collect and extract all the data generated by the sensor and communicate with it. Because no team members were skilled in programming or had any experience with this kind of sensor, this activity slowed down the progress of the project. Despite this issue, the team kept working hard on the programming and with the help of Harry, another international student and programming expert, the team succeeded in communicating with the sensor and defining the areas. Eventually we reached the goals we set for ourselves and had no problem finishing all the tasks before the deadline.

Product The final product is intended to be used inside a metro station. There are a lot of opportunities for using the sensor in this environment and we chose passenger safety and passenger flow control as our main priorities. By detecting obstacles on the train tracks or in proximity to the tracks the system will provide more safety on the platform, and by counting the passenger and gathering data about the passenger flow the metro station can be better adapted to the needs of the passengers. It fit perfectly into the deliverables for the SICK innovation competition and also raised some awareness for the circular economy principle.

Project During the four months of this EPS project, our team learned a considerable amount about the different aspects of project management and working with people from different fields. Since the start of the semester every team member has been very invested in the project and everyone performed really well during each step of the product development process. Through the course of this project the team developed many new skills such as project, time and cost management, programming with LiDAR sensors, 3D modeling and printing and researching material resources. Every team member enjoyed working on the product because of the competition and this made us perform even better. The honorable mention (4t place) in the SICK innovation competition was a big surprise but it gave us recognition for the work we did. Doing an EPS is an amazing opportunity which allowed us to not only learn from the project but also from each other. We learned to work together with people from different cultures, different backgrounds and different fields. This made us more comfortable in a multi-cultural environment which is a strong value for future careers. The EPS experience has enriched us and made us grow individually on a personal and an intellectual level. Mika’s Monkeys will forever cherish this opportunity and remember it as an amazing experience.

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Website: https://silkedebie4.wixsite.com/metroview?fbclid=IwAR2PSkjk7ZdPY6z416Htn23WcoGRIwlhE3bhUGC5OBsPkMlJRKHQ0xyHOPY Video: https://www.youtube.com/watch?v=i2N5lzpbe8Q&fbclid=IwAR02TAjoyM1weJv1rPp-6LWuc6eOtYOr8wYAsvXtpA_iJQB2bC-ReP_G6EE